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  • Why Not The Best
    focused on hiring and supporting staff who subscribe to its vision of providing excellent patient care and sharing responsibility for doing so The hospital s goals for quality care and patient satisfaction are spread through the Leadership Evaluation Module through which the performance goals and standards for administrators managers and staff are aligned and managers are held responsible for the performance of the staff who report to them Performance based

    Original URL path: http://www.whynotthebest.org/contents/view/51 (2016-04-30)
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  • Why Not The Best
    service Each morning the chief executive officer and chief financial officer visit patients Valley closely tracks patient satisfaction data on a hospital wide and unit basis with each unit given a performance target Leadership Institutes for frontline supervisors through top executives emphasize accountability for reaching and maintaining high standards In addition nurses and other staff members solicit feedback from patients through rounding and post discharge calls Valley rewards extraordinary staff

    Original URL path: http://www.whynotthebest.org/contents/view/50 (2016-04-30)
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  • Why Not The Best
    systems of care Since joining the Mayo Health System in 1992 Luther Midelfort has advanced a culture that supports staff in their efforts to test new ideas and improve care Although work focused on Centers for Medicare and Medicaid Services CMS core measures began recently the newer efforts follow the philosophy and strategy established years earlier In a recent analysis by The Commonwealth Fund Luther Midelfort achieved the third highest

    Original URL path: http://www.whynotthebest.org/contents/view/37 (2016-04-30)
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  • Why Not The Best
    of rural Wisconsin through a regional ambulatory care system an affiliated health plan and related foundations supporting health research and education Marshfield has engaged its physicians and staff in a program of clinical performance improvement aimed at enhancing patient access coordination of care and efficiency of clinical operations An internally developed electronic health record acts as a care planning tool for delivering preventive care and managing chronic diseases A telemedicine

    Original URL path: http://www.whynotthebest.org/contents/view/105 (2016-04-30)
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  • Why Not The Best
    integrated multispecialty group medical practice combining clinical practice education and research at the regional national and international levels for the benefit of individuals with routine as well as complex health care needs Mayo s model of integrated care is one of multidisciplinary practice with salary based compensation that fosters team oriented patient care and peer accountability a supportive infrastructure allowing physicians and other caregivers to excel at clinical work and

    Original URL path: http://www.whynotthebest.org/contents/view/106 (2016-04-30)
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  • Why Not The Best
    from just one year before With high level endorsement NorthShore pursued the following improvement strategies a system wide staff education initiative led by the quality department including the essential engagement of medical staff pharmacists and nurses promoting physician buy in by encouraging them to contact CMS with questions about the care standards use of an electronic health record EHR system as a tool in education care management and performance tracking

    Original URL path: http://www.whynotthebest.org/contents/view/53 (2016-04-30)
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  • Why Not The Best
    Medicaid Services process of care measures or core measures They set in motion a series of activities that resulted in striking improvement The main strategies were clear communication of the new directive by the hospital s president and Board of Directors physician led committees taking responsibility for performance improvement intensified efforts to standardize clinical processes through order sets dedicating a full time staff member to data abstraction and initiating a

    Original URL path: http://www.whynotthebest.org/contents/view/48 (2016-04-30)
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  • Why Not The Best
    areas reported to the Centers for Medicare and Medicaid Services Its readmission rate for patients with acute myocardial infarction and pneumonia surpassed the best 10 percent of hospitals in the country for the selection period Its readmission rate for heart failure was not as strong outperforming the national average only by a narrow margin Download Case Study PDF Performance Improvement Strategies Planning for discharge begins upon admission with staff actively

    Original URL path: http://www.whynotthebest.org/contents/view/228 (2016-04-30)
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